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My first “real” roller coaster ride consisted of holding back the urge to vomit while waiting in line, hesitantly strapping into the seat, and immediately having a panic attack resulting in tears and a serious hit to my dignity. By the way, i was 22. Needless to say, i suRvived this hoRRifyiNg expeRieNce, got off the ride shaking and sweating, only to surprise myself by saying “which one are we doing next?” that’s pretty much how my life plays out on a daily basis. Well, not really the shaking and urge to vomit, but the crazy highs and lows that somehow keep me looking for the next ride.

this is what planning is all about. understanding the complexities of the human spirit that some days brings us up, some days brings us down, and some days brings us upside-down. that desire to get on the next ride, and what we overcome to get there. What motivates and inspires us to get in line. And what ultimately allows us to fight through our fears and enjoy the ride.

the following three case studies highlight my experience in the Miami Ad school Account planner Bootcamp. they’ll show you how i learned to discover real problems, and get my creatives to come along for the ride. how i connected with the people that bring brands to life, and discovered what thrills them. And how i ultimately used those insights to keep our consumers strapped in.

MiNNeApoLis ceNtRAL LiBRARy

situAtioNIn May 2006, Hennepin County invested in the education of its residents with a brand new library. Since then, the Minneapolis Central Library has consistently seen increases in usage. We were asked to reinforce this trend by creating a new campaign promoting the library.

Problem: Although not immediately apparent, through some digging we were able to uncover an area of opportunity to further increase usage. We found that area families underestimate the benefits of making weekly visits to the Minneapolis Central Library. Parents and their kids are busier and more active than ever, but a trip to the library is rarely considered as a part of their routine.

Objective: Our campaign shows families why trips to the library are valuable experiences for both parents and kids. Once we can get them in the library, they will continue to visit due to a natural cycle created by checking-out and returning books.

Target:Communicating with both parents and their kids younger than 12 is essential to getting the whole family on-board for visiting the library. We will be delivering our message to families living within 30 miles of the Minneapolis Central Library.

Competitors: Other family activities such as playing at a park, swimming at the local pool, a day at the zoo or amusement park, and at-home activities like video games, building forts, and chores rule their lives. The library has the advantage of being a safe and educational environment, away from home and multi-tasking.

MiNNeApoLis ceNtRAL LiBRARy

iNsightsThe Consumer:Parents constantly feel burned out from multi-tasking. With chores, bills, and entertaining the kids, life can get overwhelming. Mom and Dad feel guilty turning to TV and video games as distractions. They say the library provides an opportunity for undivided attention with their kids, but when we observed their actions, they were really finding seclusion and allowing their little ones to roam independently. Kids always want to be older than they are, have the responsibilities that are just out of reach. They get dragged to the grocery store and along on other errands, constantly having their hands smacked away from whatever they grab. They wish they had a credit card just like the one Mom uses at the check out. And in a perfect world, they would get to make the shopping list.

The Brand: With a large collection of children’s books, patient and helpful librarians, attentive security guards, and a selection of comfy couches and chairs, the library is the perfect place for parents to get a break from the constant chaos in their lives. They can forget multi-tasking, feel guilt-free keeping their children content with books, and zone-out knowing that they are in a safe environment. Kids get excited about space to roam, the freedom to choose their books, the responsibility of holding onto their very own “credit card”, and a shopping trip that is all about them.

stRAtegyPositioning Statement: Parents get a break from chaos while kids explore what the library has to offer them.

Strategic Platform: The library is a guilt-free break.

cReAtiveArt Direction: Ronney Chong

Copywriting: Graham Lewis

Print: Appears in the Sunday edition of the Star Tribune, a local paper that will effectively reach the target. When you tear out the Augmented Reality square, the copy on the next page is revealed. It expresses to parents the idea that they will get a break from entertaining their kids when they visit the library.

Web Site:This redesigned kids area of the Library’s web site will allow kids to interact with their Augmented Reality piece from the newspaper. By combining all 4 squares, they can bring to life an entire scene. It will keep kids entertained for a short period of time, giving parents a preview of the guilt-free break that the library will provide. The site also makes it easy for them to get started registering for their very own library card.

Letter: Letters will be sent along with each card with instructions on use and the Augmented Reality feature.

Shopping Cart: This shopping cart execution will remind parents during a stressful situation, that the library is a place where they don’t have to limit what their kids explore.

pAtR

ÓN

pAtRÓNsituAtioNPatron Tequila is the number one selling premium white tequila, made 100% from the finest Weber Blue Agave in Mexico. It hasn’t been able to beat out top-shelf vodkas in the Ultra Premium White Spirits category. With recent attention in pop culture, the brand has a fear of “The Cristal Effect”, that the name will become too trendy and turn into a novelty.

Problem: Patron is top of mind in the premium tequila realm, but less thought of in the Ultra Premium White Spirits category that it is ultimately competing in.

Objective: Our campaign will differentiate the experience of drinking Patron tequila from that of mixing with other Ultra Premium White Spirits. We want our target to remember that when you order a round of Patron shots at the bar, it says something different than ordering a Grey Goose with cranberry.

Target:The communications will be aimed at young adults, who not only work hard, but know how to play hard. Concerned with success and building an image, they use socializing as a stress reliever.

Competitors: Ultra Premium White Spirits such as Grey Goose and Absolut are generally top of mind in the category. Vodkas and other Ultra Premium White Spirits are more often used in combination with a mixer as opposed to taking straight shots or sipping on the rocks.

iNsightsThe Consumer:These young up-and-coming professionals are working harder than ever to establish themselves. With concerns over money, a career path, and finding a partner, life is stressful and socializing with friends is the best way to unwind. When they get an opportunity to have a fun night out on the town, they party hard. They know that drinking straight Patron is the easiest and quickest way to get the buzz that will make their night fun and exciting.

The Brand: Patron is smooth and easy to drink straight as a shot or on the rocks, delivering a quick and painless buzz that will get you feeling stress-free and ready to party. Competitors like Grey Goose give you a pretentious image, while Patron gives you “party cred”. When you order your crew a round of Patron, everyone knows that you are ready to really let loose and have a crazy night.

stRAtegyPositioning Statement: Drinking Patron Tequila shows that you’re serious about having fun.

Strategic Platform: Patron gives you “party-cred”.

cReAtiveArt Direction: Nikki Albrecht

Copywriting: Zach Slovin

Print: The creative is inspired by Mexican wrestling masks, connecting the brand with it’s heritage, clearly differentiating it from vodka competitors and adding a sense of fun and excitement to the ads.

the NeW yoRK tiMes

the NeW yoRK tiMes

situAtioNThe New York Times Media Group approached us with a challenge: to increase at-home print subscriptions among Executive Decision Makers by positioning The Times as a “business must-read”. With print being considered a dying medium, it was quite the opportunity to create a campaign that could save the print experience.

Problem: Revenue is dropping, as both subscription numbers and ad dollars have taken a nosedive. The New York Times is struggling to build their subscribers back up and increase value for advertisers.

Objective: The plan we created will remind the target of the benefits of taking the time to open up a paper copy of the world’s leading source of gobal news. We have shown them how subscribing to The New York Times will add value to their lives, resulting in The Times becoming a “must-read”.

Target:Executive Decision Makers, or C-suite Executives, are heavy consumers of news and information and also a great value to advertisers. They have a hard time finding balance between their role as a leader and quality of life.

Competitors: The Wall Street Journal owns the category of business and finance, which is why we decided to take a different route on positioning The Times. The other primary competitor, USA Today, had the highest circulation in ‘08, but lacks in the quality and analysis provided by The Times. Digital versions of print, televised news, and social media sources are secondary competitors.

iNsightsThe Consumer:Leadership is the defining quality of an Executive Decision Maker. The average tenure in a position of this nature is dropping due to the inability to balance a successful career with a quality life outside the office, which leads to burn out. The trend toward increasing empathy in business as well as maintaining a well-rounded understanding of the world, and our culture’s obsession with productivity and efficiency do not encourage or allow C-suite Executives to take the breaks they need.

The Brand: With more than 100 Pulitzer Prizes to prove it, The New York Times provides the most quality and in-depth analysis of the global news that is affecting everyone. The brand has incredibly strong recognition, especially among the target. Opening up a paper copy of The Times shuts out immediate surroundings, and gives you time to take a highly necessary break, while gaining a deep and meaningful understanding of a broad range of issues.

stRAtegyPositioning Statement: The New York Times provides leaders with an opportunity to disconnect and engage with an analysis of issues that affect everyone.

Strategic Platform: The New York Times is time for you.

cReAtiveArt Direction: Paige Miron

Copywriting: Kevin Waltz

Print: The print campaign communicates both visually and through headlines the idea that the New York Times gives you the privacy you desire in each situation.

B1Ø Ø N

MONDAY, JULY 6, 2009

Advertising20 QuestionsConundrums and quandaries about market-ing, media and popular culture. B3

MediaCall It FootballFans in Britain are wary asESPN takes over some soccerbroadcasts. B4

Reborn Chrysler names five direc-tors to complete its board. B2

For Symantec and McAfee, an‘arms race’ for security. B6

Signs of hope for Mi-cron at a time of tur-moil in the memorychip industry. B3

By BRIAN STELTER

When motion pictures were inventedat the end of the 19th century, mostfilms were shorter than a minute, be-cause of the limitations of technology. Alittle more than a hundred years laterwhen Web videos were introduced, theywere also cut short, but for social aswell as technical reasons.

Video creators, by and large, thoughttheir audiences were impatient. Athree-minute-long comedy skit? Shrinkit to 90 seconds. Slow Internet connec-tions made for tedious viewing, andthere were few ads to cover high deliv-ery costs. And so it became the firstcommandment of online video: Keep itshort.

New Web habits, aided by the screen-filling video that faster Internet accessallows, are now debunking the rule. Asthe Internet becomes a jukebox for ev-ery imaginable type of video — frombaby videos to “Masterpiece Theater”— producers and advertisers are dis-covering that users will watch for morethan two minutes at a time.

The viral videos of YouTube 1.0 —dog-on-skateboard and cat-on-keyboard— are being supplemented by a new,more vibrant generation of online video.Production companies are now creating10- and 20-minute shows for the In-ternet and writing story arcs for theircharacters — essentially acting morelike television producers, while operat-

ing far outside the boundaries of a net-work schedule.

Some are specifically introducingnew shows this month with the knowl-edge that TV networks generally showrepeats and reality shows over the sum-mer.

Yet TV networks get much of thecredit for the longer-length viewing be-havior. In the past two TV seasons,nearly every broadcast show has beenstreamed free on the Internet, makingusers accustomed to watching TVonline for 20-plus minutes at a time. Bysome estimates, one in four Internetcustomers now uses Hulu, an onlinehome for NBC and Fox shows, every

Rise of Web Video, Beyond 2-Minute Clips

“Momversation” on Blip.tv is relatively long-form, with 20-minute shows. Continued on Page 8

Next February, when Steven P. Jobs— knock on wood — does his big revealat Macworld, the geegaw people willmost want to see probably won’t be ondisplay.

He will not reveal his pan-creas so that the horde canexamine it for signs of re-curring cancer. There won’tbe a JumboTron image ofhis recently transplantedliver so that they might turn

it over with a stick as they look for signsof rejection. And despite the fever for allthings Mac, there won’t be an iPhoneapp that tracks Mr. Jobs’s health in realtime, including blood sugar, blood pres-sure and white blood cell count.

Silly? Sure, but not that long a walkfrom the media clamor that confrontedhis return to work last week.

For those of you keeping score — I’msure there is an over/under out theresomewhere — Mr. Jobs, the chief execu-tive and the only thing more fetishizedthan the iPhone at Apple, announced inJanuary that he was taking a six-monthleave, saying his “health-related issuesare more complex than I originallythought.” In news that first broke in TheWall Street Journal, it was learned that

Mr. Jobs had a liver transplant in April,an indication to many that his pancreat-ic cancer, diagnosed in 2004, had spread.

But last week, Mr. Jobs returned towork on a part-time basis, preciselywhen he said he would. Experts withonly a general knowledge of his treat-ment suggest his prognosis is good.

That did not stop the keening on theblogs, in the news media and in the in-vestment community that he and Appleneeded to do a medical full monty to ex-plain his conditions because they be-lieve they are material to the company’sfuture and should be reported as such.

To which I, and not many others, say:Is anyone really confused about Mr.Jobs’s health status? I remain uncon-vinced, in part because I believe thatprurience, not legitimate financial con-cerns, drives most people’s interest inthe illness of others.

Health is the most private of all mat-ters for very good reason, and the Secu-rities and Exchange Commission hasnever disciplined a company for a fail-ure to disclose health problems. In part,we all buy, sell and trade on someone’shealth without knowing their fates. Ser-gey Brin or Larry Page, Google’sfounders, may be fit as fiddles, but theycould get run over tomorrow by a Priusin Palo Alto (a Prius would still hurt,right?).

As anyone who has had cancer would

UnhealthyFixation

On Jobs’s Illness

DAVIDCARR

THE MEDIA EQUATION

A boss’s return to Applebrings only more prurientchattering.

Continued on Page 5

By BILL CARTER

One of the big questions facing Co-nan O’Brien was this: How can he suc-ceed with the older “Tonight Show”viewers? The answer: by makingthem younger.

In Mr. O’Brien’s first month as host,the median age of “Tonight Show”viewers has fallen by a decade — to 45from 55, a startling shift in such a shorttime. This audience compositionmeans advertisers can now address al-most exclusively young viewers on“Tonight,” and NBC is already con-templating a shift in how it sells theshow.

In network television, where audi-ences tend to age up consistently, thisis an eye-popping development. Butthe shift is not all good news for NBC.One way Mr. O’Brien has lowered the

age is by losing many older viewers.“The Late Show With David Letter-

man” has already posted one week inwhich it drew more viewers than Mr.O’Brien, who reached the smallest au-dience in “Tonight” show history, just3.3 million viewers, about two millionfewer than Jay Leno’s average as host.

(The next week Mr. O’Brienbounced back and edged past Mr. Let-terman in total viewers, 3.7 million to3.5 million. It was an unusual week asthe death of Michael Jackson elevated

a third competitor, “Nightline” onABC, to most-watched status with 3.9million viewers for its half-hour.)

The numbers in late night have beentossed around with unusual aggres-sion as NBC and CBS jockey for thespin’s high ground. If cash followsyouth, as it often does in television,NBC may not care much.

“Conan’s performance is, honestly,extraordinary,” said Alan Wurtzel, thepresident for research at NBC, addingthat the show had overwhelmingstrength in the youngest demographic,viewers 18 to 34. “These kinds of tran-sitions are hard, especially with aniconic program like the ‘TonightShow.’”

For its part, CBS argues that NBC’sclaims about demographic superiority

‘Tonight Show’ Audience a Decade Younger

PAUL DRINKWATER/NBC

Conan O’Brien has been host ofthe “Tonight Show” for a month.Continued on Page 7

Conan O’Brien’s strengthis with the young, whileolder viewers tune out.

By LEORA BROYDO VESTEL

SANTA ROSA, Calif. — When Congress passed anew energy law two years ago, obituaries were writ-ten for the incandescent light bulb. The law set toughefficiency standards, due to take effect in 2012, thatno traditional incandescent bulb on the market couldmeet, and a century-old technology that helped cre-ate the modern world seemed to be doomed.

But as it turns out, the obituaries were prema-ture.

Researchers across the country have been rac-ing to breathe new life into Thomas Edison’s lightbulb, a pursuit that accelerated with the new legisla-tion. Amid that footrace, one company is alreadymarketing limited quantities of incandescent bulbs

that meet the 2012 standard, and researchers arepromising a wave of innovative products in the nextfew years.

Indeed, the incandescent bulb is turning into acase study of the way government mandates canspur innovation.

“There’s a massive misperception that incan-descents are going away quickly,” said Chris Cal-well, a researcher with Ecos Consulting who studiesthe bulb market. “There have been more incan-descent innovations in the last three years than inthe last two decades.”

The first bulbs to emerge from this push, Phil-ips Lighting’s Halogena Energy Savers, are expen-

JIM WILSON/THE NEW YORK TIMES

A standard incandescent bulb, left, and a more efficient one using Deposition Sciences technology.

New Light in Old BulbsEnergy-Saving Wrinkles for Edison’s Invention

Continued on Page 7

By MICHAEL J. de la MERCED

A federal judge approved a plan byGeneral Motors late on Sunday to sellits best assets to a new, government-backed company, a crucial step for theautomaker to restructure and completeits trip through bankruptcy court.

The decision by the judge, Robert E.Gerber of United States BankruptcyCourt in Manhattan, came after threedays of hearings to address the 850 ob-jections to the restructuring plan and af-ter he had received a revised sale orderfrom G.M.’s lawyers.

In his 95-page opinion, Judge Gerberwrote that he agreed with G.M.’s maincontention: that the asset sale wasneeded to preserve its business in theface of steep losses and government fi-nancing that is scheduled to run out bythe end of the week.

“Bankruptcy courts have the powerto authorize sales of assets at a timewhen there still is value to preserve —to prevent the death of the patient onthe operating table,” Judge Gerberwrote.

With the approval of the restructur-ing plan, G.M. and the government areseeking to close the sale by Monday orTuesday, according to people briefed onthe matter. The government, which is fi-nancing the reorganization, had givenG.M. until Friday to win approval forthe sale or risk losing its bankruptcy fi-nancing.

Harry J. Wilson, a member of theObama administration’s auto task force,testified on Wednesday that the admin-istration did not intend to extend theloan by even one day beyond the dead-line.

Judge Gerber’s approval marks yetanother victory for the Obama adminis-tration, which has sought an enormousrestructuring of the American auto in-

Court RulingClears PathFor New G.M.

Continued on Page 8

CM Y K Nxxx,2009-07-06,B,001,Bs-BK,E3

Log on to nytimes.com/timeforyou and close in on tomor row.

r e f o c u s o n t h e w o r l d w i t h o u t g e t t i n g d i s t r a c t e d b y i t .

Open up today. Close in on tomorrow.

B1Ø Ø N

MONDAY, JULY 6, 2009

Advertising20 QuestionsConundrums and quandaries about market-ing, media and popular culture. B3

MediaCall It FootballFans in Britain are wary asESPN takes over some soccerbroadcasts. B4

Reborn Chrysler names five direc-tors to complete its board. B2

For Symantec and McAfee, an‘arms race’ for security. B6

Signs of hope for Mi-cron at a time of tur-moil in the memorychip industry. B3

By BRIAN STELTER

When motion pictures were inventedat the end of the 19th century, mostfilms were shorter than a minute, be-cause of the limitations of technology. Alittle more than a hundred years laterwhen Web videos were introduced, theywere also cut short, but for social aswell as technical reasons.

Video creators, by and large, thoughttheir audiences were impatient. Athree-minute-long comedy skit? Shrinkit to 90 seconds. Slow Internet connec-tions made for tedious viewing, andthere were few ads to cover high deliv-ery costs. And so it became the firstcommandment of online video: Keep itshort.

New Web habits, aided by the screen-filling video that faster Internet accessallows, are now debunking the rule. Asthe Internet becomes a jukebox for ev-ery imaginable type of video — frombaby videos to “Masterpiece Theater”— producers and advertisers are dis-covering that users will watch for morethan two minutes at a time.

The viral videos of YouTube 1.0 —dog-on-skateboard and cat-on-keyboard— are being supplemented by a new,more vibrant generation of online video.Production companies are now creating10- and 20-minute shows for the In-ternet and writing story arcs for theircharacters — essentially acting morelike television producers, while operat-

ing far outside the boundaries of a net-work schedule.

Some are specifically introducingnew shows this month with the knowl-edge that TV networks generally showrepeats and reality shows over the sum-mer.

Yet TV networks get much of thecredit for the longer-length viewing be-havior. In the past two TV seasons,nearly every broadcast show has beenstreamed free on the Internet, makingusers accustomed to watching TVonline for 20-plus minutes at a time. Bysome estimates, one in four Internetcustomers now uses Hulu, an onlinehome for NBC and Fox shows, every

Rise of Web Video, Beyond 2-Minute Clips

“Momversation” on Blip.tv is relatively long-form, with 20-minute shows. Continued on Page 8

Next February, when Steven P. Jobs— knock on wood — does his big revealat Macworld, the geegaw people willmost want to see probably won’t be ondisplay.

He will not reveal his pan-creas so that the horde canexamine it for signs of re-curring cancer. There won’tbe a JumboTron image ofhis recently transplantedliver so that they might turn

it over with a stick as they look for signsof rejection. And despite the fever for allthings Mac, there won’t be an iPhoneapp that tracks Mr. Jobs’s health in realtime, including blood sugar, blood pres-sure and white blood cell count.

Silly? Sure, but not that long a walkfrom the media clamor that confrontedhis return to work last week.

For those of you keeping score — I’msure there is an over/under out theresomewhere — Mr. Jobs, the chief execu-tive and the only thing more fetishizedthan the iPhone at Apple, announced inJanuary that he was taking a six-monthleave, saying his “health-related issuesare more complex than I originallythought.” In news that first broke in TheWall Street Journal, it was learned that

Mr. Jobs had a liver transplant in April,an indication to many that his pancreat-ic cancer, diagnosed in 2004, had spread.

But last week, Mr. Jobs returned towork on a part-time basis, preciselywhen he said he would. Experts withonly a general knowledge of his treat-ment suggest his prognosis is good.

That did not stop the keening on theblogs, in the news media and in the in-vestment community that he and Appleneeded to do a medical full monty to ex-plain his conditions because they be-lieve they are material to the company’sfuture and should be reported as such.

To which I, and not many others, say:Is anyone really confused about Mr.Jobs’s health status? I remain uncon-vinced, in part because I believe thatprurience, not legitimate financial con-cerns, drives most people’s interest inthe illness of others.

Health is the most private of all mat-ters for very good reason, and the Secu-rities and Exchange Commission hasnever disciplined a company for a fail-ure to disclose health problems. In part,we all buy, sell and trade on someone’shealth without knowing their fates. Ser-gey Brin or Larry Page, Google’sfounders, may be fit as fiddles, but theycould get run over tomorrow by a Priusin Palo Alto (a Prius would still hurt,right?).

As anyone who has had cancer would

UnhealthyFixation

On Jobs’s Illness

DAVIDCARR

THE MEDIA EQUATION

A boss’s return to Applebrings only more prurientchattering.

Continued on Page 5

By BILL CARTER

One of the big questions facing Co-nan O’Brien was this: How can he suc-ceed with the older “Tonight Show”viewers? The answer: by makingthem younger.

In Mr. O’Brien’s first month as host,the median age of “Tonight Show”viewers has fallen by a decade — to 45from 55, a startling shift in such a shorttime. This audience compositionmeans advertisers can now address al-most exclusively young viewers on“Tonight,” and NBC is already con-templating a shift in how it sells theshow.

In network television, where audi-ences tend to age up consistently, thisis an eye-popping development. Butthe shift is not all good news for NBC.One way Mr. O’Brien has lowered the

age is by losing many older viewers.“The Late Show With David Letter-

man” has already posted one week inwhich it drew more viewers than Mr.O’Brien, who reached the smallest au-dience in “Tonight” show history, just3.3 million viewers, about two millionfewer than Jay Leno’s average as host.

(The next week Mr. O’Brienbounced back and edged past Mr. Let-terman in total viewers, 3.7 million to3.5 million. It was an unusual week asthe death of Michael Jackson elevated

a third competitor, “Nightline” onABC, to most-watched status with 3.9million viewers for its half-hour.)

The numbers in late night have beentossed around with unusual aggres-sion as NBC and CBS jockey for thespin’s high ground. If cash followsyouth, as it often does in television,NBC may not care much.

“Conan’s performance is, honestly,extraordinary,” said Alan Wurtzel, thepresident for research at NBC, addingthat the show had overwhelmingstrength in the youngest demographic,viewers 18 to 34. “These kinds of tran-sitions are hard, especially with aniconic program like the ‘TonightShow.’”

For its part, CBS argues that NBC’sclaims about demographic superiority

‘Tonight Show’ Audience a Decade Younger

PAUL DRINKWATER/NBC

Conan O’Brien has been host ofthe “Tonight Show” for a month.Continued on Page 7

Conan O’Brien’s strengthis with the young, whileolder viewers tune out.

By LEORA BROYDO VESTEL

SANTA ROSA, Calif. — When Congress passed anew energy law two years ago, obituaries were writ-ten for the incandescent light bulb. The law set toughefficiency standards, due to take effect in 2012, thatno traditional incandescent bulb on the market couldmeet, and a century-old technology that helped cre-ate the modern world seemed to be doomed.

But as it turns out, the obituaries were prema-ture.

Researchers across the country have been rac-ing to breathe new life into Thomas Edison’s lightbulb, a pursuit that accelerated with the new legisla-tion. Amid that footrace, one company is alreadymarketing limited quantities of incandescent bulbs

that meet the 2012 standard, and researchers arepromising a wave of innovative products in the nextfew years.

Indeed, the incandescent bulb is turning into acase study of the way government mandates canspur innovation.

“There’s a massive misperception that incan-descents are going away quickly,” said Chris Cal-well, a researcher with Ecos Consulting who studiesthe bulb market. “There have been more incan-descent innovations in the last three years than inthe last two decades.”

The first bulbs to emerge from this push, Phil-ips Lighting’s Halogena Energy Savers, are expen-

JIM WILSON/THE NEW YORK TIMES

A standard incandescent bulb, left, and a more efficient one using Deposition Sciences technology.

New Light in Old BulbsEnergy-Saving Wrinkles for Edison’s Invention

Continued on Page 7

By MICHAEL J. de la MERCED

A federal judge approved a plan byGeneral Motors late on Sunday to sellits best assets to a new, government-backed company, a crucial step for theautomaker to restructure and completeits trip through bankruptcy court.

The decision by the judge, Robert E.Gerber of United States BankruptcyCourt in Manhattan, came after threedays of hearings to address the 850 ob-jections to the restructuring plan and af-ter he had received a revised sale orderfrom G.M.’s lawyers.

In his 95-page opinion, Judge Gerberwrote that he agreed with G.M.’s maincontention: that the asset sale wasneeded to preserve its business in theface of steep losses and government fi-nancing that is scheduled to run out bythe end of the week.

“Bankruptcy courts have the powerto authorize sales of assets at a timewhen there still is value to preserve —to prevent the death of the patient onthe operating table,” Judge Gerberwrote.

With the approval of the restructur-ing plan, G.M. and the government areseeking to close the sale by Monday orTuesday, according to people briefed onthe matter. The government, which is fi-nancing the reorganization, had givenG.M. until Friday to win approval forthe sale or risk losing its bankruptcy fi-nancing.

Harry J. Wilson, a member of theObama administration’s auto task force,testified on Wednesday that the admin-istration did not intend to extend theloan by even one day beyond the dead-line.

Judge Gerber’s approval marks yetanother victory for the Obama adminis-tration, which has sought an enormousrestructuring of the American auto in-

Court RulingClears PathFor New G.M.

Continued on Page 8

CM Y K Nxxx,2009-07-06,B,001,Bs-BK,E3

Log on to nytimes.com/timeforyou and close in on tomor row.

r e c h a r g e w i t h t h e s t o r i e s and issues that actually matter.

Open up today. Close in on tomorrow.

B1Ø Ø N

MONDAY, JULY 6, 2009

Advertising20 QuestionsConundrums and quandaries about market-ing, media and popular culture. B3

MediaCall It FootballFans in Britain are wary asESPN takes over some soccerbroadcasts. B4

Reborn Chrysler names five direc-tors to complete its board. B2

For Symantec and McAfee, an‘arms race’ for security. B6

Signs of hope for Mi-cron at a time of tur-moil in the memorychip industry. B3

By BRIAN STELTER

When motion pictures were inventedat the end of the 19th century, mostfilms were shorter than a minute, be-cause of the limitations of technology. Alittle more than a hundred years laterwhen Web videos were introduced, theywere also cut short, but for social aswell as technical reasons.

Video creators, by and large, thoughttheir audiences were impatient. Athree-minute-long comedy skit? Shrinkit to 90 seconds. Slow Internet connec-tions made for tedious viewing, andthere were few ads to cover high deliv-ery costs. And so it became the firstcommandment of online video: Keep itshort.

New Web habits, aided by the screen-filling video that faster Internet accessallows, are now debunking the rule. Asthe Internet becomes a jukebox for ev-ery imaginable type of video — frombaby videos to “Masterpiece Theater”— producers and advertisers are dis-covering that users will watch for morethan two minutes at a time.

The viral videos of YouTube 1.0 —dog-on-skateboard and cat-on-keyboard— are being supplemented by a new,more vibrant generation of online video.Production companies are now creating10- and 20-minute shows for the In-ternet and writing story arcs for theircharacters — essentially acting morelike television producers, while operat-

ing far outside the boundaries of a net-work schedule.

Some are specifically introducingnew shows this month with the knowl-edge that TV networks generally showrepeats and reality shows over the sum-mer.

Yet TV networks get much of thecredit for the longer-length viewing be-havior. In the past two TV seasons,nearly every broadcast show has beenstreamed free on the Internet, makingusers accustomed to watching TVonline for 20-plus minutes at a time. Bysome estimates, one in four Internetcustomers now uses Hulu, an onlinehome for NBC and Fox shows, every

Rise of Web Video, Beyond 2-Minute Clips

“Momversation” on Blip.tv is relatively long-form, with 20-minute shows. Continued on Page 8

Next February, when Steven P. Jobs— knock on wood — does his big revealat Macworld, the geegaw people willmost want to see probably won’t be ondisplay.

He will not reveal his pan-creas so that the horde canexamine it for signs of re-curring cancer. There won’tbe a JumboTron image ofhis recently transplantedliver so that they might turn

it over with a stick as they look for signsof rejection. And despite the fever for allthings Mac, there won’t be an iPhoneapp that tracks Mr. Jobs’s health in realtime, including blood sugar, blood pres-sure and white blood cell count.

Silly? Sure, but not that long a walkfrom the media clamor that confrontedhis return to work last week.

For those of you keeping score — I’msure there is an over/under out theresomewhere — Mr. Jobs, the chief execu-tive and the only thing more fetishizedthan the iPhone at Apple, announced inJanuary that he was taking a six-monthleave, saying his “health-related issuesare more complex than I originallythought.” In news that first broke in TheWall Street Journal, it was learned that

Mr. Jobs had a liver transplant in April,an indication to many that his pancreat-ic cancer, diagnosed in 2004, had spread.

But last week, Mr. Jobs returned towork on a part-time basis, preciselywhen he said he would. Experts withonly a general knowledge of his treat-ment suggest his prognosis is good.

That did not stop the keening on theblogs, in the news media and in the in-vestment community that he and Appleneeded to do a medical full monty to ex-plain his conditions because they be-lieve they are material to the company’sfuture and should be reported as such.

To which I, and not many others, say:Is anyone really confused about Mr.Jobs’s health status? I remain uncon-vinced, in part because I believe thatprurience, not legitimate financial con-cerns, drives most people’s interest inthe illness of others.

Health is the most private of all mat-ters for very good reason, and the Secu-rities and Exchange Commission hasnever disciplined a company for a fail-ure to disclose health problems. In part,we all buy, sell and trade on someone’shealth without knowing their fates. Ser-gey Brin or Larry Page, Google’sfounders, may be fit as fiddles, but theycould get run over tomorrow by a Priusin Palo Alto (a Prius would still hurt,right?).

As anyone who has had cancer would

UnhealthyFixation

On Jobs’s Illness

DAVIDCARR

THE MEDIA EQUATION

A boss’s return to Applebrings only more prurientchattering.

Continued on Page 5

By BILL CARTER

One of the big questions facing Co-nan O’Brien was this: How can he suc-ceed with the older “Tonight Show”viewers? The answer: by makingthem younger.

In Mr. O’Brien’s first month as host,the median age of “Tonight Show”viewers has fallen by a decade — to 45from 55, a startling shift in such a shorttime. This audience compositionmeans advertisers can now address al-most exclusively young viewers on“Tonight,” and NBC is already con-templating a shift in how it sells theshow.

In network television, where audi-ences tend to age up consistently, thisis an eye-popping development. Butthe shift is not all good news for NBC.One way Mr. O’Brien has lowered the

age is by losing many older viewers.“The Late Show With David Letter-

man” has already posted one week inwhich it drew more viewers than Mr.O’Brien, who reached the smallest au-dience in “Tonight” show history, just3.3 million viewers, about two millionfewer than Jay Leno’s average as host.

(The next week Mr. O’Brienbounced back and edged past Mr. Let-terman in total viewers, 3.7 million to3.5 million. It was an unusual week asthe death of Michael Jackson elevated

a third competitor, “Nightline” onABC, to most-watched status with 3.9million viewers for its half-hour.)

The numbers in late night have beentossed around with unusual aggres-sion as NBC and CBS jockey for thespin’s high ground. If cash followsyouth, as it often does in television,NBC may not care much.

“Conan’s performance is, honestly,extraordinary,” said Alan Wurtzel, thepresident for research at NBC, addingthat the show had overwhelmingstrength in the youngest demographic,viewers 18 to 34. “These kinds of tran-sitions are hard, especially with aniconic program like the ‘TonightShow.’”

For its part, CBS argues that NBC’sclaims about demographic superiority

‘Tonight Show’ Audience a Decade Younger

PAUL DRINKWATER/NBC

Conan O’Brien has been host ofthe “Tonight Show” for a month.Continued on Page 7

Conan O’Brien’s strengthis with the young, whileolder viewers tune out.

By LEORA BROYDO VESTEL

SANTA ROSA, Calif. — When Congress passed anew energy law two years ago, obituaries were writ-ten for the incandescent light bulb. The law set toughefficiency standards, due to take effect in 2012, thatno traditional incandescent bulb on the market couldmeet, and a century-old technology that helped cre-ate the modern world seemed to be doomed.

But as it turns out, the obituaries were prema-ture.

Researchers across the country have been rac-ing to breathe new life into Thomas Edison’s lightbulb, a pursuit that accelerated with the new legisla-tion. Amid that footrace, one company is alreadymarketing limited quantities of incandescent bulbs

that meet the 2012 standard, and researchers arepromising a wave of innovative products in the nextfew years.

Indeed, the incandescent bulb is turning into acase study of the way government mandates canspur innovation.

“There’s a massive misperception that incan-descents are going away quickly,” said Chris Cal-well, a researcher with Ecos Consulting who studiesthe bulb market. “There have been more incan-descent innovations in the last three years than inthe last two decades.”

The first bulbs to emerge from this push, Phil-ips Lighting’s Halogena Energy Savers, are expen-

JIM WILSON/THE NEW YORK TIMES

A standard incandescent bulb, left, and a more efficient one using Deposition Sciences technology.

New Light in Old BulbsEnergy-Saving Wrinkles for Edison’s Invention

Continued on Page 7

By MICHAEL J. de la MERCED

A federal judge approved a plan byGeneral Motors late on Sunday to sellits best assets to a new, government-backed company, a crucial step for theautomaker to restructure and completeits trip through bankruptcy court.

The decision by the judge, Robert E.Gerber of United States BankruptcyCourt in Manhattan, came after threedays of hearings to address the 850 ob-jections to the restructuring plan and af-ter he had received a revised sale orderfrom G.M.’s lawyers.

In his 95-page opinion, Judge Gerberwrote that he agreed with G.M.’s maincontention: that the asset sale wasneeded to preserve its business in theface of steep losses and government fi-nancing that is scheduled to run out bythe end of the week.

“Bankruptcy courts have the powerto authorize sales of assets at a timewhen there still is value to preserve —to prevent the death of the patient onthe operating table,” Judge Gerberwrote.

With the approval of the restructur-ing plan, G.M. and the government areseeking to close the sale by Monday orTuesday, according to people briefed onthe matter. The government, which is fi-nancing the reorganization, had givenG.M. until Friday to win approval forthe sale or risk losing its bankruptcy fi-nancing.

Harry J. Wilson, a member of theObama administration’s auto task force,testified on Wednesday that the admin-istration did not intend to extend theloan by even one day beyond the dead-line.

Judge Gerber’s approval marks yetanother victory for the Obama adminis-tration, which has sought an enormousrestructuring of the American auto in-

Court RulingClears PathFor New G.M.

Continued on Page 8

CM Y K Nxxx,2009-07-06,B,001,Bs-BK,E3

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Liz RogeRsAccount p lanner

3888 indian grass circle, Blair, Ne 68008 : 920.819.8906 : roge0277@umn.edu : @LizRog

o b j e c t i v eSeeking experience in Account Planning to utilize my education, skills, and understanding of the creative and strategic processes.

e d u c a t i o nMiami Ad school - MinneapolisGraduated September 2009Account Planning Bootcamp

university of Minnesota - twin citiesGraduated May 2008Bachelor’s Degree: Strategic Communications/Advertising, Design minor

a c t i v i t i e ssJMc Alumni Mentor programSeptember 2007 - May 2008During my senior year at the U, I was able to learn from a talented freelance Creative, Jeff Jones. Our one-on-one time was spent learning from each other, discussing strategic planning and comparing creative executions.

National student Advertising competitionAugust 2006 - June 2007Being a part of NSAC provided me with the experience of working with a team to design a full campaign for Coca-Cola. Operating as an agency, we conducted research, created a strategy and brief, and applied this to creative executions. Our presentation of the campaign to a panel of industry experts and representatives from Coca-Cola won us the 2007 national title.

university of Minnesota Adclub August 2006 - June 2007Participating in AdClub gave me the opportunity to tour agencies, network with area professionals, and attend industry events where I learned from the best-of-the-best in Minneapolis advertising.

w o r k e x p e r i e n c efusion hill - Research strategist intern1414 Marshall Street Northeast, Minneapolis, MN 55413 612.638.5000January 2009 - June 2009As a part of the research team, I had the opportunity to collect and analyze qualitative research for clients such as Medtronic, Hormel, US Bank, and Discover. Actively assisting in ethnographies, discussion groups, homework collection, and secondary research gave me the chance to help the team create personae, target markets, and opportunity areas. We then worked with the design team to translate our research into a deck format, supplemented with narratives, posters, and highlight DVDs.

Mind spark creative - freelance Account planner79 13th Avenue Northeast, Suite 105, Minneapolis, MN 55413 612.331.4467October 2008 - December 2008A small design firm, Mind Spark was looking to expand their client base and create strategic campaigns beyond their current design work. With Schell’s Brewery as their first potential client looking for a full campaign plan, I collected consumer information through interviews and surveys, defined the target market, and created the strategy to pitch.

Bellin health - Marketing summer Aide744 South Webster Avenue, PO Box 23400, Green Bay, WI 54305 920.433.3500June 2005 - August 2005Assisting the Creative Director of Bellin’s small in-house marketing department was the number one influence in my decision to study advertising. From simple coffee runs to helping design the Bellin Run results book (more than 11,000 copies distributed) and system-wide collateral, I got my first up-close and personal experience in the industry. I also helped to plan and execute special events and assisted in researching the needs and wants of potential clients and consumers.